This is From The Balance Beam

[TheBalanceBeam] - Designing for Creativity

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THE BALANCE BEAM
Ideas and Inspiration for Creating a Life that Works
Vol. 2 No. 14, July 7, 2000
Published by Success Builders, Inc.
http://www.SuccessBuildersInc.com
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"He who knows others is wise; he who knows himself is enlightened."
Lao-tzu
In this issue: DESIGNING FOR CREATIVITY
====================================================================== Dear Friends:
One of the characteristics of a balanced professional environment is a atmosphere of creativity among the people who work there. In this issue of The Balance Beam, we take a look at the conditions that foster a climate of innovation and originality.

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Today's Topic: DESIGNING FOR CREATIVITY

I started a coaching session last week with Greg, a client of mine, by asking a typical question, "What's going on in your world?" His reply surprised me. "Not much," he said, "Same old, same old." Now, we all have weeks that seem pretty ho-hum, so this would not necessarily be a response out of the ordinary. But it just so happens that Greg works for an organization that is in the midst of a major technology conversion. Conditions are anything but "same old, same old."

When I shared with Greg the fact that his demeanor was puzzling to me, he acknowledged that despite the current challenges in his working environment, he's been feeling sort of uninspired. As we discussed what could be contributing to this, a number of possibilities showed up. It could actually be a sign of stress, masking as indifference. Sometimes we cope with change by engaging in a temporary shut-down; it's the body's way of saying it's going to limit sensory overload. It could be that it's July, and we're moving into the dog days of summer. The heat has a way of causing us to shift into autopilot.

But in Greg's case, what seemed to be at the root of his passivity was the fact that he was feeling very uncreative. This, despite all the challenges facing him and the need for some very original problem solving. As we talked through the situation, he shared that although he was being asked to be innovative in working through the transition, he just didn't feel that the organization's culture truly supported creativity. As a result, he felt reluctant to put himself out there, to try new things, to go to the edge.

It's one thing to say you want employees to be creative and original. It's another to cultivate the conditions and circumstances that actually spawn innovation; that turn your workplace into an incubator for good ideas and original concepts. So what are some of the ingredients that contribute to a "creativity-friendly" environment?

1. Time to think. I hear this time and time again as I talk with people in corporate environments. Everyone is so busy doing that there is literally no time to think and ponder and play with ideas. Thinking time is essential to innovation.

2. Minimal bureaucracy. Red tape is one of the quickest ways to kill innovation. On the other hand, when people are able to put original ideas into play without having to get seventeen levels of signature, they come up with amazing ideas and novel solutions.

3. Tolerance for mistakes. Innovation is born out of people trying things, fouling up, learning from those experiences and honing their approach. Some of the world's greatest inventions have resulted from total accidents.

4. Top-down support. Truly creative cultures are led by top leaders who model, support and champion innovative behavior. They foster open communication, healthy curiosity, and a willingness to move beyond the-way-we've-always-done-it.

5. Flexibility. Creativity calls for an organization that is willing and able to change directions when it makes sense to do so. In these environments, there is a fine balance between having a structured, strategic approach, and a finely tuned ability to shift to a better way of doing things when it emerges.

6. Big-picture view. The orientation in creative cultures is global and holistic, focusing on the broad goals of the organization vs. the individual departments and work units. This inclusive approach minimizes territoriality and promotes sharing of ideas and information.

7. Calculated risk-taking. Creativity involves forging into the unknown, climbing out on a limb that appears sturdy enough to take a project, an initiative, or an entire business in a new direction. This requires not only a belief in possibilities, but also a commitment to financial backing to make them happen.

8. Fluid structures. Creative organizations are like amoebas. They bend and shift and change form to meet the challenges of a shifting marketplace. They view their talent pool collectively, and have permeable boundaries between departments.

9. Creative staff. It seems obvious, if you want to have a creative organization, you need to hire creative employees. In environments where innovation is a core element, employees are selected with the criteria for creativity in mind: flexibility, comfort level with change, adaptability to shifting circumstances, and an orientation around what is possible.

10. Straight talk. Creative cultures require that people feel free to say what's on their mind. While respectful behavior is also important, the ability to tell the truth about what is seen, sensed and felt is a critical ingredient to innovation.

Lewis Carroll summed up the essence of creativity in Through the Looking Glass: "There is no use trying," said Alice, "One can't believe in impossible things." "I dare say you haven't had much practice," said the Queen. "When I was your age, I always did it for a half hour a day. Why, sometimes I've believed in as many as six impossible things before breakfast."
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Words to live by:
"In the beginner's mind there are many possibilities, but in the expert's mind there are few."
- Shunryu Suzuki